1. MANA 201 Introduction to Business and Management WINTER 2016 CLASS 9

2. Objectives for today Preliminary Stuff (as usual) Mid-Term: A few points of note! – You can view your mid-terms after class Chapter 9: Innovation & Organizational Change Chapter 10: Human Resource Management Wrap up

3. Important Dates 3/16 (Class 10): Group Project Due – Are we all good?

4. Remaining Schedule CLASS DATE TOPICS, READINGS & NOTES 909-Mar CHAPTER 9: Innovation & Organizational Change CHAPTER 10: Human Resource Management 10 16-Mar CHAPTER 11: Leadership & Communication GROUP PROJECT DUE IN CLASS 1123-Mar CHAPTER 12: Individual Behaviour CHAPTER 14: Motivation Theory & Practice 1230-MarCHAPTER 15: Teams, Teamwork & Collaboration CHAPTER 16: Control Processes & Systems 1306-Apr REVIEW TBDMake up ANYTHING MISSED

5. 5 Management 3e - Chapter 10 5 Chapter 10: Human Resource Management

6. 6 Management 3e - Chapter 10  Major human resource management responsibilities: – Attracting a quality workforce Human resource planning, recruitment, and selection Developing a quality workforce Employee orientation, training and development, and performance appraisal. Maintaining a quality workforce Career development, work-life balance, compensation and benefits, employee retention and turnover, and labour-management relations. Human Resource Management 6

7. 7 Management 3e - Chapter 10  Challenges in managing a global workforce – Keeping track of expertise Availability of visas for foreign workers  Discrimination in employment Occurs when someone is denied a job or job assignment for reasons that are not job relevant.  Employment equity The right to employment without regard to race, color, national origin, religion, gender, age, or physical or mental ability. Canadian Human Rights Act of 1977 7 Human Resource Management

8. 8 Management 3e - Chapter 10  Current legal issues in HRM – Sexual harassment – Equal pay and comparable worth – Pregnancy discrimination – Legal status of independent contractors – Workplace privacy 8 Human Resource Management

9. 9 Management 3e - Chapter 10 Steps in strategic human resource planning. 9

10. 10 Management 3e - Chapter 10  The foundation of human resource planning is job analysis. – The orderly study of job facts to determine just what is done, when, where, how, why, and by whom in existing or potential new jobs.  Job analysis provides information for developing: – Job descriptions – Job specifications Attracting a Quality Workforce 10

11. 11 Management 3e - Chapter 10  Recruitment – Activities designed to attract a qualified pool of job applicants to an organization. – Steps in the recruitment process: Advertisement of a job vacancy. Preliminary contact with potential job candidates. Initial screening to create a pool of qualified applicants. Attracting a Quality Workforce 11

12. 12 Management 3e - Chapter 10  Recruitment methods: – External recruitment — candidates are sought from outside the hiring organization. – Internal recruitment — candidates are sought from within the organization. – Traditional recruitment — candidates receive information only on most positive organizational features. – Realistic job previews — candidates receive all pertinent information. Attracting a Quality Workforce 12

13. 13 Management 3e - Chapter 10 Steps in the selection process: The case of a rejected job applicant. 13

14. 14 Management 3e - Chapter 10  Orientation – Set of activities designed to familiarize new employees with their jobs, coworkers, and key aspects of the organization.  Socialization – Process of influencing the expectations, behaviour, and attitudes of a new employee in a way considered desirable by the organization. Developing a Quality Workforce 14

15. 15 Management 3e - Chapter 10 Developing a Quality Workforce  Training – A set of activities that provides the opportunity to acquire and improve job-related skills.  On-the-job training Job rotation Coaching Mentoring Modeling  Off-the-job training Management development 15

16. 16 Management 3e - Chapter 10  Performance management systems ensure that— – Performance standards and objectives are set. – Performance results are assessed regularly. – Actions are taken to improve future performance potential. Developing a Quality Workforce 16

17. 17 Management 3e - Chapter 10  Performance appraisal – Formally assessing someone’s work accomplishments and providing feedback. – Purposes of performance appraisal: Evaluation — lets people know where they stand relative to objectives and standards. Development — assists in training and continued personal development of people. Developing a Quality Workforce 17

18. 18 Management 3e - Chapter 10  Graphic rating scales – Uses checklists of traits or characteristics to evaluate performance. – Relatively quick and easy to use. – Questionable reliability and validity. Developing a Quality Workforce 18

19. 19 Management 3e - Chapter 10  Behaviourally anchored rating scales (BARS) – Describes actual behaviours that exemplify various levels of performance achievement in a job. – More reliable and valid than graphic rating scales. – Helpful in training people to master important job skills. Developing a Quality Workforce 19

20. 20 Management 3e - Chapter 10  Critical-incident techniques – Keeping a running log or inventory of effective and ineffective behaviours. – Documents success or failure patterns.  Multiperson comparisons – Formally compare one person’s performance with that of one or more others. – Types of multiperson comparisons: Rank ordering Paired comparisons Forced distributions Developing a Quality Workforce 20

21. 21 Management 3e - Chapter 10  Alternatives to supervisory appraisal: – Peer appraisal Occurs when people who work regularly and directly with a jobholder are involved in the appraisal. – Upward appraisal Occurs when subordinates reporting to the jobholder are involved in the appraisal. – 360° feedback Occurs when superiors, subordinates, peers, and even internal and external customers are involved in the appraisal of a jobholder’s performance. Developing a Quality Workforce 21

22. 22 Management 3e - Chapter 10  Work-life balance – How people balance career demands with personal and family needs. – Progressive employers support a healthy work-life balance. – Contemporary work-life balance issues: Single parent concerns Dual-career couples concerns Family-friendliness as screening criterion used by candidates Maintaining a Quality Workforce 22

23. 23 Management 3e - Chapter 10  Compensation and benefits: base compensation—salary or hourly wages  Pay for performance – Paying people for performance is consistent with: Equity theory Expectancy theory Reinforcement theory – Merit pay Awards a pay increase in proportion to individual performance contributions. Provides performance contingent reinforcement. May not succeed due to weakness in performance appraisal system or lack of consistency in application. Maintaining a Quality Workforce 23

24. 24 Management 3e - Chapter 10 Maintaining a Quality Workforce  Incentive compensation systems: – Skill-based pay Links pay to the number of job-relevant skills an employee masters. – Bonus pay plans One-time or lump-sum payments based on the accomplishment of specific performance targets or some extraordinary contribution.

25. 25 Management 3e - Chapter 10  Incentive compensation systems: – Profit-sharing plans. Some or all employees receive a proportion of net profits earned by the organization. – Gain-sharing plans. Groups of employees share in any savings realized through their efforts to reduce costs and increase productivity. – Employee stock ownership plans. Employees own stock in the company that employs them. Maintaining a Quality Workforce 25

26. 26 Management 3e - Chapter 10  Compensation and benefits – Fringe benefits Include non-monetary forms of compensation – Family-friendly benefits Help in balancing work and non-work responsibilities – Employee assistance programs Help employees deal with troublesome personal problems. Maintaining a Quality Workforce 26

27. 27 Management 3e - Chapter 10  Retention and turnover – Replacement is the management of promotions, transfers, terminations, layoffs, and retirements. – Replacement decisions relate to: Shifting people between positions within the organization. Retirement. – Early retirement incentive programs Termination. Maintaining a Quality Workforce 27

28. 28 Management 3e - Chapter 10  Labour-management relations – Labour unions deal with employers on the workers’ behalf. – Labour contracts specify the rights and obligations of employees and management regarding: Wages. Work hours. Work rules. Seniority. Hiring. Grievances. Other conditions of employment. Maintaining a Quality Workforce 28

29. 29 Management 3e - Chapter 10  Labour-management relations – Collective bargaining – process of negotiating, administering, and interpreting a labour contract – Two-tier wage system – pays new hires less than workers already doing the same work with more seniority Maintaining a Quality Workforce 29

30. 30 Management 3e - Chapter 10  Organizational culture: “the way we do things here” – helps to distinguish them from one another and bind members together with some sense of collective identity  Socialization: builds strong cultures by acclimating new members Organizational Culture and Diversity 30

31. 31 Management 3e - Chapter 10  Strong cultures: – Commit members to do things that are in the best interests of the organization – Discourage dysfunctional work behaviour – Encourage functional work behaviour  The best organizations have strong cultures that: – Are performance-oriented – Emphasize teamwork – Allow for risk taking – Encourage innovation – Value the well being of people Organizational Culture and Diversity 31

32. 32 Management 3e - Chapter 10  What is observable culture? – What one sees and hears when walking around an organization.  Elements of observable culture: – Heroes – Stories – Rites and rituals – Symbols Organizational Culture and Diversity 32

33. 33 Management 3e - Chapter 10  What is the core culture? – Underlying assumptions and beliefs that influence behaviour and contribute to the observable culture.  Core culture and values: Core values are beliefs and values shared by organization members Strong cultures have a small but enduring set of core values. – Commitment to core values is a key to long- term success. Organizational Culture and Diversity 33

34. 34 Management 3e - Chapter 10  Value-based management: – Describes managers who actively help to develop, communicate, and enact shared values. – Criteria for evaluating core values: Relevance Integrity Pervasiveness Strength Organizational Culture and Diversity 34

35. 35 Management 3e - Chapter 10  Workplace spirituality: – Practices that create meaning and shared community among organizational members. – Sample values include: Meaningful purpose Trust and respect Honesty and openness Personal growth and development Worker friendly practices Ethics and social responsibility Organizational Culture and Diversity 35

36. 36 Management 3e - Chapter 10  Symbolic leadership – Symbolic leaders use symbols well to establish and maintain a desired organizational culture. – Symbolic leaders behave in ways that espouse organization’s values. – Symbolic leaders: Use language metaphors Highlight and dramatize core values and observable culture Use rites and rituals to glorify performance Organizational Culture and Diversity 36

37. 37 Management 3e - Chapter 10  Organizational subcultures – Cultures based on shared work responsibilities and/or personal characteristics. – Ethnocentrism is the belief that one’s subculture is superior to all others  Common subcultures include: – Occupations and Functions – Ethnicity and National – Gender and Generations Organizational Culture and Diversity 37

38. 38 Management 3e - Chapter 10  Challenges faced by minorities and women: – Glass ceiling – Misunderstanding and lack of sensitivity – Sexual harassment – Pay discrimination – Job discrimination  Minorities may adapt by exhibiting biculturalism—adopting characteristics of the majority culture Organizational Culture and Diversity 38

39. Preparation for next Week Read and prepare for next class CHAPTER 11: Leadership & Communication – CASE STUDY: Belvedere Place Development Ltd. GROUP PROJECT DUE IN CLASS